Agile in the real world is a series of articles in which I investigate the impact of Agile. Earlier I posted part 1: Thanks for the nice comments. In Part 2, I discuss the introduction of Scrum in the organization. Where do you start? How do you ensure that your colleagues not only copy the process from the Scrum guide, but that the implementation will actually develop the characteristics that we discussed in the first article. My experience is that Scrum implementations are an organizational change that can bring a lot of good, but also triggers resistance. That’s why I always put an emphasis on the involvement of management. Read my article (sorry in Dutch only) for my motivation:Agile in de echte wereld 2: Starten met SCRUM.

I am very curious about your experience. How do you involve management in the change? Or do you just start within the team? Please share your thoughts and post a comment.

One Response to Implementing SCRUM: how do you involve management?

“Scrum relies on a self-organizing, cross-functional team. The scrum team
is self-organizing in that there is no overall team leader who decides which person will do which task or how a problem will be solved. Those are issues that are decided by the team as a whole.”